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68 Cards in this Set
- Front
- Back
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What are the 4 Performance Management rules?
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1) Put it in writing
2) Have effective behavioral consequences 3) Performance not monitored once a week turns to Jello 4) Specify the contingencies clearly |
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Rule #1 Put it in writing
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The client writes down a list of tasks they're going to do and gives it to their performance contractor
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Rule #2 Have effective behavioral consequences
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Outcomes contingent on completing the contract
e.g. some of dissertation credit will turn to NC; checks to American Nazi Party |
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Rule #3 Performance not monitored once a week turns to Jello
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Weekly monitoring is a deadline
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Rule #4 Specify the contingencies clearly
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Sid's was the rule-governed analog to avoidance of loss
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Performance Contract (behavioral contract or contingency contract)
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-A written rule statement describing
-the desired or undesired behavior, -the occasion when the behavior should or should not occur, and -the added outcome for that behavior |
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What were the results of Sid's performance contract with Juke?
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His contract was renewed and he passed his oral defense over his dissertation; he got his PhD
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What are the two major types of psychological control that the environment exerts over our behavior?
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1) Operant control
2) Respondent control |
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Operant control
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control by the immediate consequences of our actions
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Respondent control
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control by the immediately preceding eliciting stimuli
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What does rule control explain?
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The influence of indirect-acting contingencies
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How does the statement of a rule act as an establishing operation?
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It establishes noncompliance with the rule as an aversive condition
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What is the direct acting contingency that results from effective rules?
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An escape contingency based on the learned aversive condition that results from stating the rule
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The Mythical Cause of Poor Self-Management
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-Poor self-management occurs
-because immediate outcomes control our behavior -better than delayed outcomes do |
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Why do people have problems following rules with small, but cumulative outcomes?
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Because the immediate outcome for each response is too small to reinforce or punish that behavior, although the cumulative impact may be large;
e.g. ice cream, credit card |
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The improbable outcome
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it is hard to follow rules specifying low-probability outcomes;
e.g. seat belt (accident low prob), safe sex (AIDS low prob) |
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Rules that are easy to follow
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-Describe outcomes that are
-both sizable -and probable. -The delay isn't crucial. |
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Rules that are hard to follow
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-Describe outcomes that are either
-too small (though often of cumulative significance) -or too improbable. -The delay isn't crucial. |
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Basic principles of behavior analysis
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-reinforcement
-punishment -stimulus control Cannot be explained by other more basic principles |
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Higher-order principles of behavior analysis
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principles stating the conditions that make rules hard and easy to follow
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What two types of contingencies do rules that are easy to follow describe?
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1) Direct-acting contingencies
2) Indirect-acting contingencies |
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What are 3 characteristics of outcomes of direct-acting contingencies?
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1) Immediate
2) Probable 3) Sizable |
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What are 3 characteristics of outcomes of indirect-acting contingencies?
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1) Delayed
2) Probable 3) Sizable |
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The Real Cause of Poor Self-Management
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-Poor self-management results from
-poor control by rules describing -outcomes that are either -too small (though often of cumulative significance) -or too improbable. -The delay isn't crucial. |
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Why do improbable and small outcomes often fail to control our behavior?
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The rules describing the contingencies are hard to follow
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Why are the rules hard to follow?
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They don't act as effective establishing operations; their statement doesn't establish a sufficiently aversive condition that we would want to escape or avoid
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Why do we miss deadlines?
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Failure to meet deadlines is a problem of small and cumulative outcomes resulting from the difficulty of estimating the time needed to complete large tasks before delayed deadlines
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What is the rule to avoid missing deadlines?
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It always takes 2x as long as you had planned to perform a task, even when taking this rule into consideration
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When do we need performance management?
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When the natural contingencies do not effectively support the appropriate behavior
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What are "natural" contingencies?
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Automatic, intrinsic, nonprogrammed
Those present in work, at home, at school, in life; they are not necessarily correct |
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"Appropriate behavior" does what two things?
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1) Increases the individual and the group's long-range contact with beneficial conditions
2) Decreases contact with harmful conditions |
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How do we manage the performance of nonverbal clients?
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We add or remove direct-acting contingencies to supplement the ineffective natural contingencies;
e.g. addition of direct-acting punishment procedure with bruxism patients |
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How do we manage the performance of verbal clients?
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Add indirect-acting contingencies to the ineffective natural contingencies (i.e. replace rules that are hard to follow with rules that are easy to follow);
may also add or remove direct-acting contingencies |
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Why do rules tating or implying deadlines work?
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Because stating rules establishes noncompliance with the rule as a sufficiently aversive condition;
escape from the aversive condition reinforces compliance |
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The three-contingency model of performance management
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-The three crucial contingencies are: the ineffective natural contingency,
-the effective, indirect-acting performance-management contingency, -and the effective, direct-acting theoretical contingency |
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Which type of deadlines should rules specify?
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Fairly immediate deadlines, though they can specify delayed outcomes
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What was Sid's problem?
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That the progress he would make in any given hour of writing was small compared to the total progress he needed to make;
starting to write didn't reduce the aversiveness enough to reinforce the escape response of writing |
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Why does performance contracting within the research supervisory system work?
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Because it produces rules that make it clear when you're dangerously off task;
and those clear rules with their probable, sizable outcomes are effective establishing operations that support the reinforcement of getting on task |
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Which type of outcomes should performance management contracts designed to increase or maintain behavior specify? (3)
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1) Sizable and
2) probable 3) though possibly delayed |
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Why did Malott not swim with the sharks like the others?
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Because even though the probability of a shark attack was low, the significance (even if only imaginary) was high
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Why did Malott not get the umbrella even though it was going to rain?
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Because even though the probability of rain was high, the significance of getting rained on was low
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Why can't we built a world free of aversive control?
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Because the physical world is full of aversive control and deadlines
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What three things cannot be used to realistically escape the need for aversive control?
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1) added unlearned reinforcers
2) added learned reinforcers 3) built-in reinforcement contingencies |
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Ch 25 Flashcards:
Pay for Performance |
PAY FOR PERFORMANCE
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What was the intervention for the fifth grade class that didn't like writing?
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A point for each word and the points can later be used to buy things (such as art-and-crafts time)
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What type of behavior was the intervention for the fifth grade writers?
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Rule-governed behavior
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What three factors should make you suspect control by the rule describing the contingency and not direct control?
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1) Statement of the rule
2) Performance changes as soon as the rule is stated and before the person has experienced reinforcement 3) The contingency fails the 60 second test (the outcome follows the behavior by more than 60 seconds) |
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The it-is-probably-rule-control rule
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-It is probably rule control, if
-the person knows the rule, -the outcome is delayed, or -the performance changes as soon as the person hears the rule |
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What wouldn't most effective, indirect-acting, performance-management contingencies not work without?
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Deadlines
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What is the points-for-words contingency?
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Analog to avoidance of the loss of the opportunity to receive a reinforcer
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What is true of essentially all analog contingencies that increase or maintain performance?
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They're all analogs to avoidance (because they have deadlines)
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The analog to avoidance principle
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-If an indirect-acting contingency
-is to increase or maintain performance, -it should be an analog to avoidance |
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The deadline principle
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-If an indirect-acting contingency
-is to increase or maintain performance, -it should involve a deadline |
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How did the statement of the rule control the students' behavior?
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The statement of the rule established noncompliance with the rule as an aversive condition
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What was the ineffective natural contingency for the students?
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Before: The student has poor writing skills
Behavior: the student writes a single word After: The student has slightly better writing skills |
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What was the effective, indirect-acting performance management contingency?
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S^D (Deadline): End of class
Before: The student will lose the chance to get a point Behavior: The student writes a single word After: The student won't lose the chance to get the point |
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What was the effective, direct-acting, theoretical contingency?
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Before: The student has aversive thoughts about losing the chance
Behavior: The student writes a single word After: The student has fewer aversive thoughts |
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What type of deadlines make the world go round?
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Immediate
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How was the teenage aides performance improved at the rec center?
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-specify performance (they were given a detailed description of each of the tasks)
-given frequent feedback (whether they were doing what they should be doing and whether they were where they should be) -threatened firing WHAT REALLY WORKED: Pay for performance (paid for hours WORKED, from HOURS worked) |
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Pay for performance
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-Pay is contingent on
-specific achievements |
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People may not do what it takes to win the prize ...
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but that doesn't mean they don't value that prize
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How did they increase attendance in the GED program for the high school drop outs?
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First they paid them by the hour for attending (but they were just goofing off)
Then they required the student to attend class and perform well (complete a mutually agreed upon number of workbook items) to earn their money |
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What do structured environments do?
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Help people attain evasive goals
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What was the bank's pay for performance set up?
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They paid proof operators individual bonuses for each check accurated proofed;
when proof operators would leave the job, the other operators asked to be able to pick up the slack (this reduced the number of workers and overtime, without having a high turnover rate) |
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What are 9 benefits of pay for performance?
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1) More productivity
2) Higher quality 3) Less waste 4) More profit 5) Fewer absences 6) Less turnover 7) Better pay 8) Happier employees 9) Happier employers |
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Why are ineffective natural contingencies ineffective?
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Because the outcomes are either too small (though of cumulative significance) or too improbable
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Why are effective, indirect-acting, performance management contingencies effective?
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Because the outcomes are sizable and probable
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Why are effective direct-acting theoretical contingencies effective?
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Because they establish noncompliance with the rule as an aversive condition (causes escape)
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